pfd strategic plan fy2016-2017 through fy 2018-2019 · pdf filephoenix fire department...

PHOEN I X F I R E DEPAR TMENT S T RA T EG I C P L AN F I S CA L Y EAR 2 0 1 6 / 2 0 1 7 THROUGH F I S CA L Y EAR 2 0 1 8 / 2 0 1 9

PHOENIXFIREDEPARTMENT

STRATEGICPLANFISCALYEAR2016/2017

THROUGH

FISCALYEAR2018/2019


P AG E 1

Table of Contents

Page(s)

Introduction 2

Strategic Planning Process and Meetings 3

Demographics and City of Phoenix Fire Department Facts

(Fiscal Year 2014 ‐ 2015)

4

Phoenix Fire Department Organizational Chart 5

Mission Statement 6

Organizational Values 7‐8

Six Major Initiatives 9‐15

Strategic

Initiative 1

Comprehensive Training and Development 10

Strategic

Initiative 2

Technology and Communications 11

Strategic

Initiative 3

Assess and Prioritize Fire Department Program

Needs

12

Strategic

Initiative 4

Management of Human Resources 13

Strategic

Initiative 5

Analysis and Management of Data 14

Strategic

Initiative 6

Emergency Service Delivery and Deployment

Model

15


P AG E 2

Introduction

Since the inaugural Strategic Plan was created and implemented in 2007, we have

experienced significant changes. A national recession resulted in significant budget cuts to our

department. We have been forced to operate with fewer resources while continuing to provide

the same excellent service to our customers.

As an organization we are facing a number of significant challenges. We are confident

we have identified a comprehensive strategy to address our future. The strategic initiatives that

were identified in this plan were accomplished through dedication and hard work. Now we

must come together again to identify the current goals of the department based on the climate

in which we are operating.

In response to the challenges brought by the recession, our administration and union

worked together to identify leaner, more creative ways to operate. This Strategic Plan is the

result of these significant discussions, detailed planning and careful implementation. This

collective planning effort looks toward the future with optimism and hope.

Our administration, the United Phoenix Firefighters Association and our members are

working closely together to ensure that the new goals we have set are accomplished through a

unified approach. These goals are an attempt to meet the current and future needs of our

members and our community.

We utilized the department’s Relationships by Objective (RBO) process to develop the

2016 initiatives. Labor management groups worked diligently to determine the most critical

concerns facing the department. We examined opportunities to manage them successfully and

identified six strategic initiatives to be addressed through Fiscal Year 2018/2019. Work has

already begun on most of the initiatives.

Each of the six Strategic Initiatives was assigned to a labor and management

ambassador, which is responsible for the overall management of the process. Each of the

strategic planning meetings is open to all members of the Phoenix Fire Department, sworn and

civilian.

Our members are optimistic about the future of the Phoenix Fire Department and our

capacity to continue to provide excellent service to the residents of Phoenix.


P AG E 3

Strategic Planning Process and Meetings

The following steps were used in the development of the Strategic Plan:

Identification of Strategic Initiatives

Development of Major Objectives

Development of the Strategic Plan

The strategic planning process has been an essential tool in guiding our organization for

nearly a decade. Through this process we evaluate where we are, where we want to be and

how we are going to get there as an organization. We utilize open communication and feedback

to identify critical goals for our organization. A Strategic Planning meeting was held on February

22, 2016 to identify those goals. This meeting brought together leaders from both labor and

management to identify which initiatives our organization will address over the next two years.

A facilitated, open discussion was used to identify the strengths of our organization, as well as

the challenges we must overcome. This discussion identified the six Strategic Initiatives for

Fiscal Year 2016/2017 through Fiscal Year 2018/2019.

As with most major initiatives within the Phoenix Fire Department, we utilized the RBO

process. The RBO process has an established track record of over 30 years of success in guiding

labor and management through important decisions and plans. This relationship is built upon

trust and mutual respect.

The United Phoenix Firefighters Association and Phoenix Fire Department management

began using the RBO process to create action plans designed to meet the needs of our internal

customers (Phoenix Fire Department members) and our external customers (those who receive

our service). This process brings labor and management together to work on mutual objectives

and to discuss areas of disagreement or conflict.

Our previous strategic initiative plans were instrumental in navigating us through the recent

economic downturn. Now we must focus on an impartial evaluation of where we are and

where our organization will go in the future.


P AG E 4

Demographics

The following information about the City of Phoenix and the Phoenix Fire Department is

provided to help put the Strategic Plan initiatives into context and to provide the framework to

help define the size and scope of services provided by the Phoenix Fire Department. The

Phoenix Fire Department provides fire and emergency medical services to the residents and

visitors in the sixth most populous city in the United States.

CITY OF PHOENIX FIRE DEPARTMENT FACTS (Fiscal Year 2014‐2015)

CITY OF PHOENIX COST OF AMBULANCE TRANSPORTTOTAL TRANSPORTS 68,115 AREA 519.4 SQUARE MILES

POPULATION 1,506,439 *ALS $898.56 + $18.63/MILEOPERATING BUDGET $3,702,298,048 *BLS $800.41 + $18.63/MILE

FIRE DEPARTMENT

TOTAL BUDGET $312,745,803 TRANSPORT REVENUE (RATE 80.1%) NET $34,501,731

PERSONNEL (FISCAL YEAR 15‐16) ANNUAL PERSONNEL COST CIVILIAN 333 ALS ENGINE $1,509,667 SWORN 1,667 LADDER(4 PERSON) $1,466,221 TOTAL 2,000 BATTALION CHIEF $1,007,107 ON DUTY STAFFING 423 RESCUE(ALS) $721,993 FIRE STATIONS 58 CALL ACTIVITY (FISCAL YEAR 14‐15)

DISTRICTS 5 TOTAL CALLS 186,594 SHIFT COMMANDERS 1 FIRE 14,604 BATTALIONS 9 EMS 164,106 ENGINES 65 ALS 96,587 LADDERS 14 BLS 67,519 SQUADS (HEAVY RESCUE) 3 SPECIAL OPERATIONS 1,683 CRISIS RESPONSE UNITS 2 MISCELLANEOUS 2,219 RESCUES (AMBULANCE) TRAINING

FULL TIME ALS (1+1) 23 RECRUIT/FIREFIGHTER 12 WEEKS PEAK TIME ALS (1+1) 14 PARAMEDIC INITIAL MINIMUM 1,000

HOURS TOTAL ALS (1+1) 37 PARAMEDIC CE BIENNIAL 64 HOURS

AIRPORT RESCUE & FIREFIGHTING UNITS

5 TECHNICAL RESCUE 200 HOURS

SPECIAL OPERATIONSARFF‐AVIATION SP. OPS

CE ANNUAL 40 HOURS120 CERT. HOURS, CE ANNUAL 56 HOURS

*ADVANCED LIFE SUPPORT (ALS) FIELD TRAINING YEARLY 36 HOURS

*BASIC LIFE SUPPORT (BLS) EMT YEARLY 8 HOURS


P AG E 5


P AG E 6

Mission Statement

Phoenix Fire Department Mission Statement:

“The Phoenix Fire Department protects our community through our unyielding

commitment to excellent service”

PHOENIX FIRE DEPARTMENT VISION STATEMENT

Prevent Harm

Survive

Be Nice

PREVENT HARM: We are committed to the community and our organization by being well

trained, physically and mentally prepared at all times, by understanding the value of ongoing

education and training, by using innovation and technology to be progressive, and by providing

internal customer service programs and by promoting external customer service programs to

prevent harm.

SURVIVE: Safety is critical in everything we do. We recognize this and will respond to the

community’s needs safely, follow our policies and procedures at all times, communicate

effectively, work as a team to always support each other, and maintain constant situational

awareness and accountability to ourselves, to each other and to the customers we serve.

BE NICE: We honor and respect our diverse workforce and embrace and uphold the Phoenix

Fire Department Way at all times. Our goal is to always provide exceptional customer service

through professionalism and integrity to our members and to those who need our assistance in

our community.


P AG E 7

Organizational Values

Organizational values are intended to govern the ethical responsibilities of all members within

an organization. The Phoenix Fire Department has identified and defined the following as our

Organizational Values:

Safety Teamwork

Service Excellence Innovation and Empowerment

Diversity Health and Wellness

Honor and Respect Communication and Relationships

Integrity and Honesty Sustainability

Safety The safety of Phoenix Fire Department members and the community is our primary objective. It

is the driving force in all we do and the essence of the service we provide. We are unconditionally

accountable to accepted safety standards and overall situational awareness.

Service Excellence We deliver exceptional service to our organization and our community through professional,

well‐trained, humble, dedicated, competent, hardworking and safe members. We are active

participants in the communities where we live and work.

Diversity Every person is unique; we value our organizational diversity and leverage it to provide the best

possible service to our community. We are dedicated to reflecting and respecting diversity throughout

the community and our organization.

Honor and Respect As a fire department family, tradition is important to us. We respect the contributions of our

past, present and future members. We are committed and accountable to each other and our

community at all times because lives depend on it. We value the role that each member plays in our

organization and this enhances the services we provide.


P AG E 8

Integrity and Honesty We value the public’s trust and are committed to honest and ethical behavior both on and off

duty. Self‐discipline is our foundation for managing our behavior. We hold ourselves accountable to

these values. We believe in a personal commitment to the organization and the community.

Teamwork We work and train as a team. Teamwork is the building block that drives the Department’s

labor/management process. We seek out and value the input and opinions of members at all levels of

the organization. We cooperate locally, regionally and nationally to improve service to the public and

maintain a safe, effective work environment. As a team, we believe that all members have a

responsibility to mentor others.

Innovation and Empowerment We embrace personal development, training and adaptation to the ever‐evolving needs of our

customers and members. We empower our members to professionally implement effective methods

and creative solutions.

Health and Wellness We are individually and collectively responsible for physical, mental, spiritual and financial

wellness. We are committed to the resiliency of the community and our organization through healthy

life‐style education and resources.

Communication and Relationships We believe communication and relationships are essential to the unity and performance of our

organization. We are committed to providing effective and responsive means of communication

throughout our organization and community. Investing in alliances with our partners allows us to

respond and connect to their needs.

Sustainability We believe in holistic sustainability of our members, organization, and community. Our actions

and decisions are driven by social, environmental and economic factors. These factors are woven into

everything we do.

P AG E 9

P H O EN I X F I R E D EPARTMENT ST RAT EG I C P L A N F I S C A L Y E A R 2 0 1 6 / 2 0 1 7 T H R O U G H F I S C A L Y E A R 2 0 1 8 / 2 0 1 9

Six Strategic Initiatives

The following six strategic initiatives are the foundation of the Phoenix Fire

Department Strategic Plan:

1. Comprehensive Training and Development

2. Technology and Communications

3. Assess and Prioritize Fire Department Programs and Needs

4. Management of Human Resources

5. Analysis and Management of Data

6. Emergency Service Delivery and Deployment Model


P AG E 1 0

Strategic Initiative 1 Comprehensive Training and Development

Description of Initiative:

The Phoenix Fire Department is responsible for a wide‐range of training in order to

maintain and enhance members’ knowledge and skills. The purpose of this initiative is to

develop a sustainable method for comprehensive department training. Delivering training has

become a challenge due to the size of our department. This is complicated by the substantial

geographical size of the city and population. We must identify a method to improve and

sustain our training processes, as well as minimize the impact that on‐going training has on our

emergency response capabilities.

Major Objective Responsible Party

Complete By

1.A Develop a sustainable method for the department wide training process.

Training 3rd Quarter Fiscal Year 2016/2017

1.B Enhance department strategic, tactical and task level training through the collaboration of operations and training in order to ensure all training is related to the current work environment.

Training 4th Quarter Fiscal Year 2016/2017

1.C Enhance the technology plan and resources for the training and education programs.

Training 2nd Quarter Fiscal Year 2017/2018


P AG E 1 1

Strategic Initiative 2 Technology and Communications

Description of Initiative: The City of Phoenix has one of the busiest fire departments in the United States. Over

the years, the city has grown dramatically and now covers nearly 520 square miles with a

population 1.5 million. In addition to this, the needs and demands of our customers have

grown to include a wide range of services.

The purpose of this initiative is to enhance our ability to serve the residents of Phoenix

through the well‐organized application of technological solutions. We will also address the

need to construct cooperative solutions within our department and with our strategic partners.


Complete By

2.A Improve computer software, hardware, WiFi and other infrastructure within Phoenix Fire Department facilities, stations and apparatus.

Technical Services

2nd Quarter Fiscal Year 2017/2018

2.B Enhance the technology and reciprocal communications in the area of Fire Prevention to improve operational safety and effectiveness.

Technical Services

1st Quarter Fiscal Year 2017/2018

2.C Enhance technology and communications capabilities with strategic partners.

Technical Services


2.D Address the personnel, facilities and technology requirements for the current and future Fire Dispatch Center.

Technical Services



P AG E 1 2

Strategic Initiative 3 Assess and Prioritize Fire Department Programs and Needs


The Phoenix Fire Department is a dynamic organization. We have 2,000 employees, 58

fire stations and hundreds of emergency response apparatus. Our department supports a

workforce that is on duty 24 hours a day, seven days a week. We must maintain a constant

state of readiness.

In order for this large system to function effectively, many critical programs and support

mechanisms are required. The purpose of this initiative is to conduct a comprehensive

assessment of all programs and services of our department.


Complete By

3.A Assess the importance and sustainability of services currently provided by the Phoenix Fire Department.

Operations


3.B Develop programs to acquire, maintain and replace equipment, facilities and vehicles.

Resource Management


3.C Implement sustainability programs for the acquisition, maintenance and replacement of equipment, facilities and vehicles.

Resource Management

4th Quarter Fiscal Year 2017/2018

3.D Decentralize public education programs and explore community involvement opportunities.

Public Affairs


3.E Analyze and plan for sustainable workforce development.

Personnel



P AG E 1 3

Strategic Initiative 4 Management of Human Resources


Firefighting is an inherently dangerous profession. The Phoenix Fire Department and

the City of Phoenix are committed to the health and safety of our firefighters and retirees. We

place great emphasis on the programs we have in place to keep our members safe and healthy.

The purpose of this initiative is to assess and implement solutions for improvements

regarding member health and safety programs, as well as, compliance with nationally

recognized safety standards and best‐practices.


Complete By

4.A Analyze the health and readiness of our members through safety and wellness education, injury prevention, fitness and nutrition.

Health Center


4.B Implement and manage comprehensive program enhancements for the health and readiness of our members.

Health Center


4.C Strengthen current and retired member’s support programs in the areas of mental health, cancer awareness, cardiovascular disease, substance abuse, and diabetes.

Heath Center


4.D Assess the department’s compliance with best practices and national standards for occupational health and safety, and develop a plan to meet standards.

Safety 2nd Quarter Fiscal Year 2016/2017

4.E Develop a plan to ensure compliance with best practices and national standards for occupational health and safety meet standards.

Safety 1st Quarter Fiscal Year 2017/2018

4.F Develop and sustain an ongoing total wellness multimedia educational platform to provide awareness and resources to members as they progress through their career and retirement.

Health Center


4.G Analyze and improve injury treatment timelines for our injured workers.

Health Center/ Personnel

3rd Quarter Fiscal Year 2016/2017


P AG E 1 4

Strategic Initiative 5 Analysis and Management of Data

Description of Initiative: The Phoenix Fire Department manages a significant amount of data and a number of

important statistics. The data we manage includes emergency response information,

employees, budget needs and program management. Managers utilize this data to evaluate

employee and program performance. In addition, this data is vital to demonstrating to city

management and our customers how effectively our resources are managed.

The purpose of this initiative is to improve the systematic examination of the Phoenix

Fire Department’s data with an emphasis on statistical analysis and data‐driven decision

making. Due to the size of the Phoenix Fire Department and the complexity of our work the

quantity of information is staggering. It is critical that we continue to successfully measure

data, statistical information, and apply this information throughout our organization.


Complete By

5.A Identify key performance indicators and data points.

Technical Services


5.B Improve data collection and analytics to drive organizational measurements and decision making.

Technical Services


5.C Apply concepts of business analytics to Phoenix Fire Department programs and service delivery.

Technical Services


5.D Identify the human and technological resources required to enable the Phoenix Fire Department to become a more data and technology driven organization.

Technical Services


5.E Secure the resources and implement the program that enables the Phoenix Fire Department to become a more data and technology driven organization.

Technical Services



P AG E 1 5

Strategic Initiative 6 Emergency Service Delivery and Deployment Model


The population density and expansive geographical boundaries of Phoenix present

serious challenges for emergency responders. Our minimum response times are set by National

Fire Protection Association Standard 1710, which specifies that we must reach an emergency

within five minutes of dispatch, 90% percent of the time. A multi‐faceted approach will be

needed to address the challenges presented by dispatch and deployment in such a large service

area.

In fiscal year 2014‐2015, Phoenix firefighters responded to 186,594 emergency

dispatches. The majority of those emergencies were medical in nature. The demand for

emergency medical services has a significant impact on our system. We are struggling with the

challenges of ever increasing emergency service demands.

The purpose of this initiative is the comprehensive evaluation of the variety of ways that

the Phoenix Fire Department delivers emergency and non‐emergency service to our customers.


Complete By

6.A Based on ongoing data analysis, identify the necessary engine, ladder, squad, rescue and support companies, including staffing levels, that are necessary throughout the city to meet the current and future service delivery needs of the department (Standards of Cover).

Operations


6.B Create the process for converting the ladder companies to ALS.

Operations


6.C Develop a plan for the integrated community healthcare partnership program; that includes alternative transportation, alternative destination and behavioral health programs.

Training


pfd strategic plan fy2016-2017 through fy 2018-2019 · pdf filephoenix fire department...

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